1. The organization I work for can best be
described as using the human resource frame.
I work in a non-profit health care organization whose focus is patient care. That being said, the organization has
created a culture of patient and family centered care. Everyone from clinical staff to environmental
is trained to understand that the work they do impacts patients and their
families. For years, skills were valued
more than education, but the tide is turning and now both are valued. Staff is encouraged to seek self-development; the organization offers to pay tuition for public state schools. The organization is committed to developing a culture
where the employees and organization as a whole are aligned to deliver quality
care, through constant in-house training which includes a mentoring program. The organization understands the importance of strategies to keep employees “on the bus” which
leads to successful patient care and outcomes and affects the bottom line.
2. A frame is a mental map of ideas and
assumptions that you carry with you, it helps the manager understand and
negotiate territories they will enter (Bolman & Deal, 2008). You develop it and look in as if a
window. It allows the manager to create
a picture of what is happening by registering and assembling information
(Bolman & Deal, 2008).
3. Reframing is when you break away from
your pre-set map to quickly make judgment calls when situations may suddenly
change (Bolman & Deal, 2008). It’s
important to be able to break away and reframe because one can plan and execute
but unforeseen circumstances do change in an organization, as a manager, you
need to have the ability to view your surroundings and make adjustments.
4. It seems to me that the initial
structural barrier that was created between Hoover and Donovan from the FBI and
CIA (President Roosevelt created the CIA), continues to resonate. The relationship seems to have improved as
well as communication between both agencies since the tragedy from September
11, 2001, but according to Graff (2012), "FBI agents recently used a meeting with executives from major manufacturing companies on the West coast to instruct them to cut off contact with the CIA." In the meeting, an FBI agent relayed
the message that they were in charge and unbeknown to him, one of the executives
was an undercover CIA officer (Graff, 2012). To make matters worse, and in a separate
situation, the FBI found itself having to evaluate complaints about the CIA
hacking into a network reserved for Senate investigators (Hosenball,
2014). Situations like these places the
directors that manage these agencies, the FBI and CIA, in difficult positions
where they try to build a sense of teambuilding yet are forced to investigate
the very same team they work with. Past
history indicates that a sense of mistrust is embedded among both agencies and
while life scenarios have somewhat changed the relationship, mistrust seems to
immediately trump the progress that may have been made.
